价值流程图_VSM（PPT55页).ppt

ValueStreamMapping(VSM)价值流程图,WhatsLean什么是精益生产,Leanisaphilosophywherewasteisidentifiedcontinuouslyandeliminatedpassionately.Wasteisanyactivity(orinactivity)thatconsumesresourcesforwhichthecustomerisnotwillingtopay.,PhilosophyThinkingToolkitPracticeJourneysLife,NOTaprogramNotflavorNotacampaign,3LevelofLean精益生产的三个层次,PrinciplesOfLean精益生产5原则,CustomerdefinesVALUEIdentifytheVALUESTREAM(andeliminate8wastes)Makevalue-creatingstepsFLOWLetcustomerPULLproductfromyouasneededPursuePERFECTION(empowerpeoplewhoaddvalue),ValueAdded增值Anyactivitythatincreasesthemarketformorfunctionoftheproductorservice.(Thesearethingsthecustomeriswillingtopayfor.)任何增加市场或产品和服务的功能或市场形式的活动（客户愿意为此付费的活动）Non-ValueAddedAnyactivitythatdoesnotaddmarketformorfunctionorisnotnecessary.(Theseactivitiesshouldbeeliminated,simplified,reducedorintegrated.)任何不增加市场或产品和服务的功能（这些活动应当消除，简化，减少或合并）,ValueAddedvs.Non-ValueAdded增值与非增值的定义,Valueaddedornot价值增加或者没有?,设置/转拉移动/寻找组装包装仓库返工,今天只有5%的活动增加了价值,接收检查库存物料运输数据登记计算,Wasteisanythingthatdoesnotdirectlyaddvaluetothefinalproductorcontributetotheproductstransformation.浪费是指对最终成品不直接增值或产品的转变不作贡献的任何东西。Wasteonlyaddstimeandcost,novalue.浪费只增加时间和成本，不增加价值。Wasteisthereasonthatproductflowstopsandisthecausefornoncompetitiveness.生产流动的停止是造成浪费的原因，浪费是缺乏竞争性的根源。,浪费是.,Whatiswaste什么是浪费,WhatTypeswaste浪费分类,1型浪费：指的是一系列虽然不对外部顾客创造价值，可能对内部客户创造价值，主要是因为目前的工艺及技术水平或工艺需要，还不能立即彻底消除的耗费资源的活动。1型浪费同样需要去减少和消除。,2型浪费：指的是可以通过改善，立即可以消除的浪费形态。浪费广泛存在于现场之中，主要以7种典型的浪费形式存在，是我们需要群策群力，去观察、发现并立即消除的对象。,7FunctionalWastesofLean精益思想中的七种功能性浪费,DEFECTS,EXTRAPROCESSING,INVENTORY,TRANSPORTATION,OVERPRODUCTION,MOTION,WAITING,ValueStreamDefinition价值流的定义,AValueStreamMap(VSM)isahand-drawnmapthathelpspeopletoseeandunderstandprocess,materialandinformationflowthroughaproductionprocessorvaluestream,fromstarttofinish.,Whyuseit?为什么使用它,ValueStreamMappingisaPencilandPapertoolthathelpsyouseeandunderstandtheflowofMaterialandInformationasaproductmakesitswaythroughthevaluestream.andthenuseleantoolstoeliminatewaste价值流程图是用铅笔和白纸作为工具，帮助你去识别和理解在整个产品价值流中的物流和信息流然后利用精益工具，消除浪费。让所有与目标价值流有关的人对当前以及未来的状态形成共同看法。为便于交流，提供可视化图，提供共同语言。使每个人都能看到浪费的现象，从而将大家的注意力都集中到改进生产上来。帮助你看到不仅仅是单一的过程，将物流和信息流联系起来为推进改善提供蓝图。将精益的概念和技术紧密结合起来,WhatwemeanbyValueStreamMappingissimple:我们所说的价值流图是很简单的：Followaproductsproductionpathfrombeginningtoend(suppliertocustomer).产品的生产路线从开始到结束（供应商到客户）CarefullyDrawavisualrepresentationofeveryprocessinthematerialandinformationflow.过程导向，把物流和信息流和用一种直观可视的方法仔细的表现出来。Thenaskasetofquestionsanddraw(usingIcons)a“FutureState”mapofhowvalueshouldflow.然后问一系列问题，用图标画在指明价值流动的将来价值流图,ValueStreamMapping价值流图,Information,LeadTimeDataBar,ManufacturingLoop,SupplierLoop,CustomerLoop,BlocksofValueStreamMap价值流图的5大板块,VSMKaizenSteps价值流图改善的步骤,Step1:MappingCurrentVSM。绘制当前价值流图1.1:Understandcustomerdemand理解客户的需求1.2:Processflowanddatabox工序流数据箱-Quickidentifymainprocess(inorder)迅速的识别主要的过程(按次序)-Fillindataboxes填写数据箱1.3:Mapthematerialflow画出物料流及库存三角-Drawinventorytriangles库存三角-Deliverytocustomer产品投递给客户-Deliveryfromsuppliers供应商投递原材料1.4:Maptheinformationflow画出信息流-Howdoprocessesknowwhattomake?怎么知道要做什么？-Whereismaterialbeingpushed?哪儿推动物料？1.5:CalculateTotalProductCycleTime计算产品生产周期Step2：Discoverkaizenopportunities,Burstpointlist.寻找改善机会，绘制爆炸点Step3：mappingFutureVSM，绘制将来价值流图Step4：Developandfollowactionplan。制定改善行动计划,Sourcesforcustomerdata客户数据的来源PlanforEveryPart(PFEP)每个零件的计划Budgetedvolumes预算的产量ProductionControlforecasts生产控制预测Analyzevariation(daily,weekly,monthly)分析变化（每日，每周，每月）Productionhistory生产历史Analyzevariation(daily,weekly,monthly)分析变化（每日，每周，每月）Salesinformationdatabases销售信息数据库Productchanges,newbusinessopportunities产品改变，新的业务机会,Step1.1:Understandcustomerdemand理解客户需求,CUSTOMER,Demand客户需求,术语TaktTime,TaktTime-节拍时间,TaktTime=客户需求的速度,假设我们每天可用时间是27000秒，客户需求每天是965PCS,客户节拍是多少?,术语L/TVATL/T,CycleTimeisthetimeittakesanoperatortogothroughalloftheirworkelementsbeforerepeatingthem.Also,itisthetimebetweenpartscomingofftheendoftheprocess(eg,drop-ratefromacell).周期时间（C/T）：一个零件或产品在一个过程中需多久被完成ValueAddedTimeisthetimeofthoseworkelementsthatactuallytransformtheproductinawaythecustomeriswillingtopayfor.产品所经历的实体的变化所耗用的顾客愿意为之买单的时间LeadTimeisthetimeittakesonepiecetomoveallthewaythroughaprocessoravaluestream,fromstarttofinish(docktodock).前置期-在价值流或全过程从开始到完成一个产品所需的时间。,术语CycleTime,CycleTime周期时间,节拍时间?,总周期时间?,=28秒,=94秒,Walktheprocess走过整个过程Dontrelyonwhatyouthinkishappening,findoutwhatisreallyhappening不要依赖你想的，找出事情实际是怎样。Recordphysicaldataabouttheprocess记录过程的物理数据Listouttheindividualstepsintheprocess列出过程中的每个步骤Intheprocessusearrowstodesignatetheflowofmaterialbetweeneachstep在过程中用箭号指出在每个步骤之间的物流,Step1.2-Processflowanddatabox工序流数据箱,VSMCurrentState价值流图当前状态,VSMCurrentState价值流图当前状态,MaptheProcessFlow画出流程图(产品生产过程),Collectdatafromtheproductionfloor从生产线收集数据,Shipping,InformationforaProcessDataBox数据箱中的信息,Identifyrawmaterialreceiptareaonmap识别物料接收处Determineamountofrawmaterialinventoryonhandforproductfamilyselected:Days/shiftsonhand确定选择的产品族的存货数量：每天/班在手库存Identifyhowmaterialmovesthroughprocess:PushorPull识别物料如何在过程中移动：推动或拉动,Step1.3:MaptheMaterialFlow画出物料流图,VSMCurrentState价值流图当前状态,Step1.3:MaptheMaterialFlow画出物料流图,VSMCurrentState价值流图当前状态,VSMCurrentState价值流图当前状态,Step1.4:MaptheInformationFlow将信息流画出,Drawa“steppedline”atthebottomofthemap在底部画出阶梯图Undereachinventorylocation,listthedays/shiftsonhand在存货处，列出多少天的库存在手,Step1.5:CalculateTotalProductionLeadtime计算产品生产周期,VSMCurrentState价值流图当前状态,Ontherighthandsideofthechart:在价值流图右下侧:CalculatetheValueCreatedTimebyaddingallthecycletimes计算价值增值时间CalculatetheTotalProductionLeadTimebyaddingtheInventoryonhandquantitiesandtheCycletimes计算总的生产提前期Determinethe“OpportunityTime”确定机会时间,Step1.5:CalculateTotalProductcycletime计算产品生产周期,VSMCurrentState价值流图当前状态,Step1.5:CalculateTotalProductcycletime计算产品生产周期,VSMCurrentState价值流图当前状态,CreativeThinking创造性思维,Creativityisaboutbreakingdownpriorassumptionsandmakingnewconnectionsfornewideas.Atthefoundationofthecreativeprocessarethreemajorprinciples:SeparateideagenerationfromevaluationChallengeassumptionsBreakandmakeconnectionsAvoidgroupthink,LeanToolsDeploymentByLoop,Loop1(createcontinuousflow)5SContinuousFlowManufacturingTotalProductiveMaintenanceSet-upReductionErrorProofingStandardizedWorkLoop2(schedulecustomerdemand)PullSystem(pitch)Loop3(pullfromsharedresourcesandsuppliers)PullSystem(kanbanandFIFO),CompletedCurrentStateMap,C/O=1hr,#shifts=2,uptime=85%,#mach=1,C/T=4sec,10DaysBarStock,1800,Loop1,Loop2,Loop3,ValueStreamStates&Questions价值流的状态&疑问,1.ArrangeproductionbaseonTacktime按照节拍时间生产对意外问题作出的快速反应消除意外故障的原因降低下游工装配工序的换模时间2.Connectprocessbyone-pieceflowaspossibleasyoucan尽可能创建连续流Howcanyouflowwithmaximumvelocity(EPED)withineachprocess?如何在每个过程以最大速度流动,精益价值流的特征（提问）LeanVSMCharacters（CheckList）,3.“Wherewillyouneedtousesupermarketpullsystems?”在连续流程无法向上游扩展时，建立超市超市拉动系统Doeseach“customer”pullfromitssupplier?每个客户都从供应商处拉动吗？4.“Atwhatsinglepointintheproductionchainwillyouscheduleproduction?”下达订单到一个点选择定拍工序,精益价值流的特征（提问）LeanVSMCharacters（CheckList）,5.“Howwillyouleveltheproductionmix?”你如何平衡混合式生产（是否在定拍工序，均衡地安排多种产品的生产）；Isfinalcustomerdemand(orderingifbuildtoorderorbuyingifbuildtoinventory)level?最终客户的需求是稳定的吗?Does/canthefinalbuildsequencematchactualdemand?最终生产顺序与实际需求匹配吗？Does/canthebuildsequencematchoperationscapability?生产顺序与运作能力匹配吗？6.Releaseproductionrequirementlowly&consistentlyreleaseandtakeaway?”持续地向定拍工序下达小批量的生产指令；Areyouorcanyouusemilkrunlogistics?你能使用无风险供应吗？,FutureStateQuestions未来状态问题,7.在定拍工序的上游，开发每天生产每种零件的能力（希望到每班、每小时、每个托盘）8.“Whatprocessimprovementswillbenecessary?”还有什么过程改进是需要来提高快速响应的速度及生产的稳定性？CaneveryprocessinthevaluestreambuildEveryProductEveryDay?价值流的每个过程每天都能生产每一种产品吗？Wherecanyoureduceinventorytocutleadtime?哪里你能降低库存以减少提前期1.CutWIPfirst,then先减少在制品，然后2.RawMaterial,then原材料，然后3.FinishedGoods成品4.SMED快速换型OverwhelmingprocessimprovementneedillustratedbyValueStreamMapping.强制性的过程改善应在价值流程图中表示FixtheInformationsystem!搞定信息系统,FutureStateQuestions未来状态问题,Path2,Path1,Path1=8+2+7+2.3+7=26.3,Path2=10+4+4.5+7+2.3+7=34.8,ExampleCurrentStateVSM当前价值流诊断例,ExampleCurrentStateVSM当前价值流诊断例,ProcessBoxes,DontWait不要等待To“managetheexceptions”youneedtoplan为了达到期望，你需要计划。Tieintobusinessobjectives和业务目标紧密结合Breakyourfuturestateinto“loops”将未来状态分成几个圈MakeaVSPlan:Whattodobywhen什么时候做什么NowrelatetheFSMaptoyourlayout将未来状态图与你的布局图联系起来VSManagercompletesVSReviewforminadvance价值流经理完成价值流评估表ConductVSReviewswalkingtheflow沿着流程评估价值流,PlanandImplementation,APlantoGetThere到达目标的计划,Challenges挑战Distinctionbetweenflowofmaterialandflowofinformation物流和信息流的差别Informationmoveswithmaterial信息和物流一起流动。Trytousethemallanyway尽量使用所有的概念Takttime,Flow,Pull,Triggers,etc.节拍，流，拉动，触发Databoxes数据盒Whatdataisimportant?什么数据是重要的Groupneedstodecidethis小组必须作出决定,Suggest提示,ToCompletetheCycle,ItHelpstoUnderstandthePastandEnvisiontheFuture完成全部状态图会帮助理解过去和想象未来Currentstate(whereyouarenow)当前状态（你在那里）Futurestate(whereyoucanbein3months,oratleastthisyear)未来状态（个月后或至少今年内会在哪里）Idealstate(=allvalue&nomuda,aNorthStar!)理想状态(指南针),ValueStreamStates价值流的状态,ImplementationviaKaizen通过改善来提高,ActionPlanandPriority(Example)行动计划及优先等级,未来价值流,ValueStreamMappingIcons价值流图图标,InformationFlow信息流,SignalKanban信号看板,ProductionPull生产拉动,ReplenishPull(touser)补充拉动（给使用者）,InformationFlowIcons信息流图标,ValueStreamIcons价值流图标,ThesearethestandardValueStreammapflowicons.SeetheIndexofIconsforamoredetailedlist.这些是标准的价值流图的图标,MaterialFlowIcons物流图标,Process工序框OutsideEntities外部实体DataBox数据箱,Icon图标Represents代表Notes注释,Oneboxequalsanareaofcontinuousflow.Labelallprocesses.Alsousedfordepts.Likeproductioncontrol每个盒子等于连续流中的一个区域，也用作表示部门，如生产控制Usetoshowcustomer,suppliersandexternalmanufacturingprocesses用来表示客户供应商和外部制造过程Usedtorecordinformationconcerningamanufacturingprocess,department,etc.用来记录与制造过程，部门相关的信息,MaterialSource:“LearningtoSee”AppendixA,I,300Pieces,1day,IconRepresentsNotes,Inventory存货Countandtimeshouldnoted数量和时间应当记录SupermarketDirectionoflegsindicateinandout超市方向表示进出BufferorsafetystockBufferorsafetystockmustbenotedonthedrawings缓冲或安全库存缓冲或安全库存必须表示在图上TruckShipmentNotefrequencyofshipments卡车运输表示运输的频率,MaterialFlowIcons物流图标,IconRepresentsNotes,MovementofFinishedGoods成品的运动“Push”materialmovement推动物料运动Physicalpull物理拉动Transferofcontrolledquantitiesofmaterialbetweenprocessesinafirstinfirstoutsequence用先进先出的顺序转移控制数量的物料,Alsoshowsmovementofrawmaterialandcomponentsfromsuppliers同时表示来自供应商的原材料和配件Identifiesmaterialpushedbythesuppliernotpulledbytheconsumer识别由供应商推动的物料而不是由客户拉动的。Pullofmaterialsfromasupermarket从超市拉动物料IndicatesadevicetolimitquantityandensureFIFOflowofmaterialbetweenprocesses.Maxquantityshouldbeindicated.Usedownstreampacemakerprocessesonly!表示一个有数量限制的装置和确保先进先出的物流，应当表示最大数量.使用在向下流动的带动过程,MaterialFlowIcons物流图标,MaterialFlowIcons物流图标,Tuggerroute.Placesymboloverthephysicalpullarrowlineorthedottedwithdrawalkanbanline拖动路线，将该符号放在物理拉动箭号线或虚线拉动看板线上Handcartroute.Placesymboloverthephysicalpullarrowlineorthedottedwithdrawalkanbanline手推车Useonlyforcurrentstate仅用于当前状态,IconRepresentsNotes,Usedforamotorizedvehicleofsometypetodelivermaterialsonatimedsequencedroute用于机动的定时的顺序物料输送Usedforahandpoweredvehicleofsometypetodelivermaterialsontimesequencedroute.用于手动的定时的顺序物料输送Usedonlyinapushenvironment仅用于推动的环境,InformationFlowIcons信息流图标,IconRepresentsNotes,Manualinformationflow手工信息流Electronicinformationflow电子信息流Capturesinformation获取的信息“GoSee”productionscheduling去看生产排程,Example:productionscheduletoshipping例如:出货生产排程Example:EDItosuppliers例如:与供应商的电子数据交换Usedtodescribeaninformationflow用来表示信息流Adjustingschedulingbasedoncheckinginventorylevel.Notatruepull.Usedincurrentstatediagramsonly依据存货水平调整排程，不是真正的拉动，仅用在当前状态图,InformationFlowIcons信息流图标,IconRepresentsNotes,20,ProductionKanban(dottedline